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3.1.Coady suggests, “It comes back to really having a good idea of what the initial business case for a project is and what resources it is consuming, both people and otherwise.” List and explain any TEN (10) components that are included in a business case. 3.2. Apart from the Business Case, stakeholder analysis is performed during the initial phases of a project. Briefly discuss the concept of stakeholders in Project Management in terms of external and internal stakeholders. Provide at least three examples under each category.  3.3.“With everyone in IT working on too many projects concurrently, project completion and productivity are slow.” Briefly explain how Coady might use Human Resource planning to manage project resources.  3.4.How can Coady make use of Resource Histograms and Staffing Management Plans to resolve the ongoing problems?

3.1.Coady suggests, “It comes back to really having a good idea of what the initial business case for a project is and what resources it is consuming, both people and otherwise.” List and explain any TEN (10) components that are included in a business case. 3.2. Apart from the Business Case, stakeholder analysis is performed during the initial phases of a project. Briefly discuss the concept of stakeholders in Project Management in terms of external and internal stakeholders. Provide at least three examples under each category.  3.3.“With everyone in IT working on too many projects concurrently, project completion and productivity are slow.” Briefly explain how Coady might use Human Resource planning to manage project resources.  3.4.How can Coady make use of Resource Histograms and Staffing Management Plans to resolve the ongoing problems?

Understanding Business
Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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3.1.Coady suggests, “It comes back to really having a good idea of what the initial business case for a
project is and what resources it is consuming, both people and otherwise.” List and explain any TEN
(10) components that are included in a business case.
3.2. Apart from the Business Case, stakeholder analysis is performed during the initial phases of a
project. Briefly discuss the concept of stakeholders in Project Management in terms of external and
internal stakeholders. Provide at least three examples under each category. 
3.3.“With everyone in IT working on too many projects concurrently, project completion and productivity
are slow.” Briefly explain how Coady might use Human Resource planning to manage project
resources. 
3.4.How can Coady make use of Resource Histograms and Staffing Management Plans to resolve the
ongoing problems?

CRISIS IT In May 2007, Frontier Airlines Holdings hired Gerry Coady as chief information officer (CIO). Nearly a year later the airline filed for bankruptcy under Chapter 11. In an interview, Coady describes how he managed IT projects during the bankruptcy and recession crisis of 2008-2009. Fundamentally, Coady faced a situation of too many projects and too few resources. Coady used a strategy of focusing on reducing the number of projects in the portfolio. He put together a steering committee of senior management that reviewed several hundred projects. The end result was a reduction to less than 30 projects remaining in the portfolio. How Can You Get to a Backlog of over 100 Projects? "There are never enough resources to get everything done." Backlogs build over time. Sacred cow projects get included in the selection system. Projects proposed from people who have left the airline still reside in the project portfolio. Non-value-added projects somehow make their way into the project portfolio. Soon the queue gets longer. With everyone in IT working on too many projects concurrently, project completion and productivity are slow. Which Projects Remain? To cut the number of projects, the steering committee used a weighting scheme that reflected the airline's priorities, which were: fly safe, generate revenue, reduce costs, and customer service. The weighting scheme easily weeded out the fluff. Coady noted that "by the time you get to the 20s the margin of differentiation gets narrower and narrower." Of the remaining projects, project sponsors had to have solid justification why their project is important. Reduction of the number of projects places emphasis on high value projects. What Advice Does Coady Have for Crisis Management? In times of crisis, it is easier to take bold steps to make changes. But you need to have a clear vision of what you should be focusing on with the resources available. Coady suggests, "It comes back to really having a good idea of what the initial business case for a project is and what resources it is consuming. both people and otherwise." Source: Worthen, B., "Crisis IT," The Wall Street Joumal, April 20, 2009, p. 6.
Transcribed Image Text:CRISIS IT In May 2007, Frontier Airlines Holdings hired Gerry Coady as chief information officer (CIO). Nearly a year later the airline filed for bankruptcy under Chapter 11. In an interview, Coady describes how he managed IT projects during the bankruptcy and recession crisis of 2008-2009. Fundamentally, Coady faced a situation of too many projects and too few resources. Coady used a strategy of focusing on reducing the number of projects in the portfolio. He put together a steering committee of senior management that reviewed several hundred projects. The end result was a reduction to less than 30 projects remaining in the portfolio. How Can You Get to a Backlog of over 100 Projects? "There are never enough resources to get everything done." Backlogs build over time. Sacred cow projects get included in the selection system. Projects proposed from people who have left the airline still reside in the project portfolio. Non-value-added projects somehow make their way into the project portfolio. Soon the queue gets longer. With everyone in IT working on too many projects concurrently, project completion and productivity are slow. Which Projects Remain? To cut the number of projects, the steering committee used a weighting scheme that reflected the airline's priorities, which were: fly safe, generate revenue, reduce costs, and customer service. The weighting scheme easily weeded out the fluff. Coady noted that "by the time you get to the 20s the margin of differentiation gets narrower and narrower." Of the remaining projects, project sponsors had to have solid justification why their project is important. Reduction of the number of projects places emphasis on high value projects. What Advice Does Coady Have for Crisis Management? In times of crisis, it is easier to take bold steps to make changes. But you need to have a clear vision of what you should be focusing on with the resources available. Coady suggests, "It comes back to really having a good idea of what the initial business case for a project is and what resources it is consuming. both people and otherwise." Source: Worthen, B., "Crisis IT," The Wall Street Joumal, April 20, 2009, p. 6.
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